This chapter is from the book

This chapter is from the book

Large-Scale Project Team Structure

Large projects require additional attention when assembling the team. The
layers of project management might need to increase. However, the issues
discussed earlier regarding project management and selecting individual
consultants should still hold true. Just because the project is big, does not
mean you remove your requirement to help select every individual project member
for the team.

It is important that the hiring company maintain an active role in as many
aspects of the project as is possible. All projects should be approached with a
partnership mentality. Large projects are an excellent example of how the
partnership can be most effective.

Consider a peer management style, where a client manager and a consulting
manager operate as peers. For example, there might be an overall project manager
covering all aspects of the project. Both the client and the consultants should
mirror this role. Mid-level managers might be needed for the implementations of
Oracle Manufacturing, Financials, and HR/Payroll. Functional managers for each
individual module might be required to report to the mid-level managers. In each
case, it is advisable to create a team where the consulting manager is matched
with a manager from the client.

Another benefit of the peer management project team structure involves
knowledge transfer. If the client has functional and technical team members in
addition to managers working alongside the consultants, on-going training will
occur. This will be much more advantageous than attempting a go-live training
course at the end of the project. The client will already have an operational
understanding of the individual Oracle Application products and will understand
the business decisions that influenced particular setup and configuration
solutions.

Large projects should consider dedicating someone to the role of quality
assurance (QA). Consistency of deliverables becomes difficult because numerous
project team members are working on separate, unrelated project tasks. The QA
role is a recommended role for a consultant who is heavily experienced
implementing the specific Oracle Applications you are implementing. The QA
consultant should review the standards and deliverables produced by all project
team members to verify that quality and consistency are occurring.